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You are paying for the hour and the value is in the fortnight. Six things clients who get the most from coaching do differently — none of which require being a better client.
Coaching is one of the few things people buy without knowing what good looks like. What actually happens, what a coach should and should not do, and the signals that an engagement is working.
Supervision is treated as a credentialing requirement rather than what it is: the only reliable correction for patterns you cannot detect in your own practice. What to bring, and what to look for yourself.
Coaching ROI figures are mostly marketing. What you can honestly measure, what you cannot, and how to answer a sponsor asking for evidence without overclaiming.
Two reliable referral relationships outproduce most marketing for a practice needing three clients a month. Who to approach, what to offer first, and why most partnerships go quiet.
Corporate budgets are multiples of personal ones for identical work. What actually changes when an organisation is the buyer — the three-party problem, procurement, and how to price.
A setback is the highest-leverage session in an engagement and the easiest to handle badly. What not to do in the first ten minutes, and the sequence that turns a bad month into material.
Group coaching is sold as leverage — same hour, more revenue. That is true and incomplete. What groups do better than one-to-one, what they do worse, and the four things that decide it.
